[Type the document title][Type the document subtitle]

[Pick the date][Type the company name][Type the author name]

Hira Khan – 13151

M. Jasim Zubedi- 13394

Fahad Ullah – 14316

Leadership

Leadership can be defined as a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”. It is also "organizing a group of people to achieve a common goal".

The leader may or may not have any formal authority. He may or may not have a title. Somebody whom people follow and somebody who guides or directs others is known as a leader, Irrespective of his authority or title.

Leadership has nothing to do with seniority or one’s position in the hierarchy of a company Mostly people refer leadership to the senior most executives in the organization. They are just that, senior executives. Leadership doesn’t automatically happen when you reach a certain pay grade.

Leadership has nothing to do with titles

Similar to the point above, just because you have a C-level title, doesn’t automatically make you a “leader.” You don’t need a title to lead. In fact, you can be a leader in your place of worship, your neighborhood, in your family, all without having a title.

Leadership isn’t management

Leadership and management are not synonymous. Good management is needed. Managers need to plan, measure, monitor, coordinate, solve, hire, fire, and so many other things. Typically, managers manage things. Leaders lead people.

In simple words leader is someone who has followers.” However this is the simplest definition of leadership, Defining leadership in our own words

“Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal”

Technically a leader could use social influence to just organize the efforts of others, but we believe true leadership is not only about influencing others but is about maximizing the efforts of your followers for pursuing of a common goal.

Leadership Styles

There are different types of leadership styles, each proving effective depending on the given circumstances, attitude, beliefs, preferences and values of the people involved. In this article, we're going to discuss 7 of these leadership styles. Each item in the following list contains at least one famous example of each leadership style. Every famous example of each leadership type showcases the fact that different kinds of leaders can implement the same kind of leadership. The first style of leadership on this list demonstrates this in an extreme way.

Charismatic LeadershipCharismatic Leadership is one of the modern leadership styles in the changing world. In this kind of leadership, the leader uses charm to get the admiration of their followers. They show concern for their people and they look after their people's needs. They create a comfortable and friendly atmosphere for their followers by listening to them and making them feel that they have a voice in the decision making. Famous examples of charismatic leaders are Winston Churchill, Bill Clinton, Mother Teresa and Adolph Hitler.

Participative LeadershipThis kind of leadership is usually seen in corporate settings. Leaders act more like facilitators rather than dictators. They facilitate the ideas and the sharing of information with the end goal of arriving at a decision. The final decision ultimately rests on the leader but all considerations and factors of a decision come from the collective mind of the group under this leadership. A famous example of a participative leader is Donald Trump.

Situational LeadershipIn situational leadership, three factors affect the leader's decisions: the situation, the capability of the followers and the capability of the leader. The leader adjusts to whatever limitation is laid out in front of him by his subordinates and the situation itself. Adaptability is key here. The leaders need to be as dynamic as the different situations they are faced with. A famous example of this leadership style is Dwight Eisenhower.

Transactional LeadershipIn this kind of leadership, a clear chain of command is established. The leader motivates his subordinates by presenting them rewards and punishments. All requirements for a subordinate are clearly stated with corresponding rewards. If they fail to satisfy those requirements, they will receive a corresponding punishment. A couple of famous examples of transactional leaders are Joseph McCarthy and Charles de Gaulle.

Transformational LeadershipTransformational leaders lead by motivating by their followers. Leaders appeal to their followers' ideals and morals to motivate them in accomplishing their tasks. Basically, these kinds of leaders empower their followers using their own beliefs and personal strengths. Simply put, they inspire their followers. Famous transformational leaders include Martin Luther King Jr. and Walt Disney.

The Quiet LeaderThe quiet leader leads by example. They do not tell people what to do. They do not force people to do things that they are not willing to do. They do not give loud speeches, sweeping statements and clear cut orders. They do what needs to be done, inspiring their followers to do the same. Famous examples of the Quiet Leader are Rosa Parks, King George VI, Abraham Lincoln and Woodrow Wilson.

Servant LeadershipIn servant leadership, the leader takes care of the needs of his followers first before they take care of their own. Instead of acting like a king to their subordinates, leaders act as servants. The leader feels that they need to serve their followers rather than force upon them what they want. Famous examples of servant leaders include George Washington, Gandhi and Cesar Chavez.

These leadership styles are much easier to understand if you picture the famous example of each leadership style.

Rose Marie Bravo

Styles are moderately consistent outlines of communal contact that typify heads as individuals. Association styles are not fixed behaviours but encompass a scope of behaviours that have a particular meaning or that assist a particular function. Reliant on the situation, heads vary their behaviours inside the borders of their style. For example, a head alongside a normally participative style could display the cooperative behaviours of consulting, debating, concurring, cooperating, or debating, reliant on the circumstances. Moreover, heads could from time to time leave their characteristic style in an infrequent situation. In a disaster, for example, a head who is normally participative could come to be exceedingly directive because emergency situations can demand quick, pivotal action. Association researchers answered to this changing nature by delineating good association as future-oriented rather than present-oriented and as fostering followers' promise and skill to give creatively to organizations. An main statement of this way materialized in a book by governmental scientist James McGregor Burns, who delineated a kind of association that he labelled transformational. Researchers next industrialized these thoughts concerning association style by arranging instruments to assess transformational association and studying its effects. In this rehearse, transformational association involves instituting oneself as a act ideal by obtaining followers' belief and confidence. Such heads delineate organizations' goals, develop strategies to accomplish those goals, and creatively revolutionize, even in associations that are by now successful. Transformational heads mentor and inspire their subordinates and enthuse them to develop their possible and therefore to give extra efficiently to their organization. Supplementary researchers have incorporated a little of these alike qualities below supplementary labels, such as charismatic leadership.

TRANSFORMATIONAL LEADERSHIP:

Epitomizing such a style is of Rose Marie Bravo former CEO and vice chairman of Burberry who describes her leadership style in these words:

“We have team of people, creative people, and it is about keeping them motivated and keeping them on the track, making sure they are following the vision. I am observing, watching, encouraging and motivating. We try to set an agenda throughout the company, where

everyone’s opinion counts and it is nice to be asked.”

Rose Marie Bravo (born 13 January 1951 in the Bronx) is an American businesswoman. During her career, she has occupied leadership positions in several major fashion businesses and is now vice chairman at Burberry, of which she was CEO from 1997 to 2005. She said:

“When I first started at Burberry, our goal was to make it great from a global perspective. I told my husband I was going into a tunnel where I’d be digging and digging to get to the roots, and

that I wouldn’t be coming out for months.”

The reinvention of Burberry started in 1997 whereas Bravo came on board as CEO. Bravo, a

innate New Yorker, came to the firm alongside momentous expertise established on her

preceding tenure as head of Saks Fifth Avenue. With 25 years of experience in the industry,

Bravo was one of the well respected administrators in the retail and style trade.

Bravo’s aim was to change Burberry from a tied outerwear producer into a luxury lifestyle brand

that was inspirational, stylish and innovative; she started by carrying in a top association team

created up of A-list industry talent. Stan tucker, head of menswear at Burberry was recruited by

Bravo from Saks said:

“I never in my wildest dreams thought I’d be living in England or taking a company that was

150 years old and turning it around. Getting your hands around all of the challenges was

monumental. It was like pushing an elephant uphill thinking, “Please don’t sit down,”

because otherwise you were dead. Rose Marie was instrumental- she pushed us and put

stepping stones in front of us and cleaned out other steps that didn’t need to be prioritized. It

was remarkable.”

With Bravo as a CEO, Burberry managed to expand greatly on the US market. The company's

sales doubled from 470 million to 1 billion USD. The same happened to the profits, e.g. in the

six months before September 30, 2003 they increased to a total of 115 million USD.

In recognition of her work, she earned a reputation of being one of the top female business

people. For instance, New York's Wall Street Journal listed her in its 2004 top 50 hall of

fame, Fortune Magazine ranked her #13 in its 2004 and 2005 lists of "The 50 most Powerful

Women in Business" outside the US. She is one of the highest-paid executives in Europe with a

$9.2 million salary package, and has been called "a brand name herself in the fashion world"

by Fortune magazine's Lauren Goldstein.

Currently, she is a member of the Board of Directors of Tiffany & Co., Estée Lauder Cos. and

Williams-Sonoma, which she joined in 2011. Bravo blazed a trail in the retail industry during the

1980s and ‘90s. She held a number of positions at R.H. Macy & Co., culminating as Chairman

and CEO of subsidiary I. Magnin from 1987 to 1992. Her success there helped her land the job

as President of luxury retailer Saks Fifth Avenue with responsibility for merchandising,

marketing and product development. Then in 1997 she became CEO of Burberry, where she

oversaw a bold reform of the British classic brand, expanding the line of products and boosting

sales and profits in the process.

Her vast experience and success in retail is precisely the reason Bravo sits on as many boards as

she does. We talked about how to excel on a board, about women in leadership, and of course,

about retail. After all, (and she’ll bristle at this moniker) Bravo is something like the queen of

luxury retail. The nice thing, however, is that she doesn’t act like it. Her commitment to hard

work showed during our taping. As much as any executive interviewed for our leadership series,

Bravo wanted to get things right, no matter the time it took. 

Zhang Ruimin

Zhang Ruimin was born in 1949, in Shan Dong Province. He was rewarded a MBA degree after his graduation at University of Science and Technology of China in 1995. He is now holding the title of senior economist and the CEO of Haier Group.

In 1984, Zhang Ruimin’s position was transferred from Qing Dao Home Appliance’s manager to the director of Qingdao Refrigerator Factory. Just after taking office, he started to propose the Branding Strategy. Zhang Ruimin led personnel to seize opportunity for productivity acceleration and succeeded in transforming a small and indebted factory with total debt of RMB1, 470,000 into a China’s top home appliance brand, Haier Group.

By 2009, Haier, consisting of 29 manufacturing plants, 8 Research & Development centers and 19 overseas trading companies, became the world fourth-largest white appliances producer. Haier’s high-tech, high quality and high efficiency products are distributed into 160 countries across the world. This gives out that the worth of Haier’s brand has gone beyond $7.5 billion.

The function of transformational managers is to let the subordinates be aware of their significant work performance, help them discover their own needs of personal growth and motivate them properly in order to achieve organizational goals. Nevertheless, transactional managers intend to use their reward and coercive power to encourage high performance.

Zhang Ruimin’s leadership style perfectly matches the requirement for a transactional leader. He believes that failing to grasp product quality, the enterprise won't last long. His toughness on product quality is well-known by most Chinese businessman. Just after he came into Qingdao Refrigerator Factory, he realized that “Quality didn't even enter into anybody's mind”. Soon, after a customer complained about the poor quality of their products, he picked up a sledgehammer and told the workers to smash the defective models, also including him to do so. He shouted angrily “The message got through that there's no A, B, C, and D quality. There's only acceptable and unacceptable”. From that day, the lesson deeply imprints to Haier people’s heart and resulted in increasing product quality. However, when the lengthy defectiveness problem was about to solve, undisciplined and inactive personnel became another threat to the enterprise. “The real problem was that workers had no faith in the company and didn't care”, recalled by Zhang Ruimin. He then realized the importance of incurring competitive spirit and crisis awareness. By bringing the philosophy of survival of the fittest into

management, he thinks highly of creating competitive environment to staffs. He often admonishes workers that hardship will lead to prosperity, while comfort will lead to destruction. He also developed Haier’s reward and punishment system by knowing that efficiently use of human resources needs to motivate and constrain employees properly. The system consists of positive motivation and negative motivation.

Positive motivation is aiming to reward the employee whose behavior accords to organizational goals and expectations. For example, there’s a rewarding event named “Tool Naming”. If a front-line worker invents a new tool, the invention will be named as the worker’s first name. Zhang’s Tool Naming builds up workers’ confidence as it can make them proud. More importantly, it successfully breaks down the barriers of activating personnel’s innovative enthusiasm. These lead Haier employees to achieving high performance.

Negative motivation applies when unexpected behavior occurs. Zhang believes punishment makes employee compunctious and clearheaded. It also helps them adjust to a situation consisting with organizational goals. However, he highlighted managers should leave a clear way out to fallible workers by ideological education, showing concern and instruction, instead of losing their confidence by “knock them down at one stroke”.

Since Zhang Ruimin is skilled not only in reward system development but also in properly managing his coercive power. It can be concluded that Zhang is an experienced and transactional leader.

Advantages of Transactional Leadership

Strength of transactional leadership is that roles and organizational expectations are clearly defined from leader and followers. Hence it expressly directs the personnel to achieve the organization’s expected results. Besides, transactional leadership works as a bridge that promotes influencing activities between managers and employees. Furthermore, in order to motivate workers, the leadership stresses on rewarding well-performed employees. Therefore, leaders can use incentives that encourage high standards and productivity.

Disadvantages of Transactional Leadership

Misuse of transactional leadership would challenge the moral base line of managers. Unethical managers use the power as a tool of seizing chance to gain advantage by tricky. In addition, over emphasizing principles may misdirect the firm to purely pursue efficiency maximization, rather than concerning something profoundly such as employee satisfaction and financial stability. Finally, it may push subordinates down to ethical abyss due to stress, over reward and over punishment.

Critical Analysis of Zhang Ruimin’s Leadership Style

Zhang Ruimin is a leader who considers subordinates all the time. He tends to care about his subordinates. Haier’s reward and punishment system emphasizes the importance to build up employee’s confidence. Zhang suggests managers to show their consideration to employees through

humanistic reward and punishment, so that workers can feel care from managers and realize the important role in the company.

Zhang Ruimin’s style will work better if the company is in a strongly competitive environment, as consideration from a leader can win the subordinates’ support. Therefore, it avoids the brain drain.

Zhang Ruimin is a leader who possesses both the orientations, focus on accomplishment and concern for the staff, including relationships. He also encourages the staff to build trustworthy relationships with each other .They develop a culture that focus on team performance, only the team will bring success, or only the team will fail. In my opinion, the best leaders should be good at both orientations. At start, they identify the team's need for structure, once the task-orientation process are on track and team members begin to implement the task, they start to share information or speak honestly regarding the task, then the leader could move to relationship orientation. He/she should know when to make decisions or yield to the team.

Listening to complaints from outside and from staff is also very important. Sometimes, listening to a complain is a good thing because the information included in them is helpful to improve the business performance. However, always complaining about the job or about the task is a negative behavior that brings poor work performance and drags down productivity. Zhang Ruimin listens to most of the complaints from staff and from outside. He listens and accepts some of them as advices, but also, takes more time to deal with them. In my opinion, complaints are not directly related to the goal which has been set, but it is good to evaluate the process and performance, so I would take more time to see what others think about the work I did.

Hira’s Part

Movies as Teaching Tools

Movies have been used as educational tools for many years. The principles of leadership and character development can be brought to life very effectively through the use of films. Movies are a very appealing way to connect the student with course material and enrich the learning experience beyond text-based reading assignments. A well-written and well-acted movie can grip a student's attention and provide an ideal focal point for discussion. Billsberry and Edwards (2008) note an explosion of interest in using cinema to examine management and leadership behavior because film vividly and captivatingly brings leadership to life. They speak of the richness and complexity of the portrayal of leadership that would be difficult to replicate in other mediums. By providing a common experience that extends beyond the textbook readings and cases, films are likely to motivate and spark the interest of students while providing an excellent avenue for interaction among them. Miller (2009) contends that media such as movies can markedly augment learning content by way of generating vivid and complex mental imagery. He asserts that movies help students acquire the mental imagery essential for conceptual understanding by stimulating learning at both the cognitive and affective (emotional) levels. This is especially crucial for an online course on leadership that deals with complex behavior. In such a course, seeing is believing: when concepts are seen enacted on the screen and manifested in the context of an unfolding narrative, they will likely become much more meaningful to students.

Movies can also enhance learner comprehension by employing blends or mixes of sights and sounds that appeal to variable learning styles and preferences (Miller, 2009). Within the leadership domain, movies can present a real-time, multidimensional portrayal of leadership, and show how complex and challenging leadership is or can be by depicting the leader succeeding as well as stumbling. Miller suggests the most important function in terms of cognitive learning is for the film to supply representational applications for key course ideas. This is a crucial factor in a course on leadership. In particular, the right movies (such as Twelve O'Clock High, which will be discussed in more detail later in this paper) can bring to life theories

such as Kouzes and Posner's (2007) five practices of exemplary leadership, Fiedler's (1967) Contingency Theory of Leadership, and Blake and Mouton's (1964) Leadership Grid, among others.

Twelve O'Clock High (Zanuck & King, 1949) is used here as an example of a film applied to leadership theory in an online course. In particular, the authors use this movie as an educational tool for demonstrating transformational leadership in their online courses. There are many outstanding movie portrayals of leadership that they have used in their leadership classes over the years. The movie Twelve O'Clock High has long been recognized as a classic leadership movie, one of the best that showcases leadership theories (see Graham, Sincoff, Baker, & Ackermann, 2003 for a list of leadership movies). Bognar (1998), for example, refers to this movie as a "superb treatise on understanding the charismatic leadership paradigm" (p. 94) from which he draws numerous leadership lessons applied to the military.

Twelve O’clock High stands out as a movie that is "pure leadership" without any extraneous material or distracting subplots. It is based on a book about the actual experiences of World War II (WWII) pilots, and a romantic subplot was purposely left out of the movie. Every scene in the movie deals with leadership, whereas in many movies there are several storylines, with only one actually dealing with leadership. Moreover, Twelve O’clock High is one of the few movies that address several hierarchical levels of leadership: it speaks to both the strategic and interpersonal levels, and both the macro and micro levels, of leadership. Most other films only handle the micro or interpersonal level, such as the leader's relationship with the group. For instance, the portrayal of leadership in the movie Apollo 13 (Grazer & Howard, 1995) is very much a micro-level portrayal. Twelve O’clock High depicts strategy implementation across several levels, from top command to actual implementation by the lowest level in the hierarchy

Walt Disney & Leadership

Since the company started in 1923, quality, creativity, entrepreneurship, and teamwork have been the core of Disney’s corporate values. Walt E. Disney himself was known for his commitment to excellence and hardworking management style. The corporate structure was very flat and non-hierarchical where practically no one had a title. These values and corporate structure helped Disney to achieve synergy across the company, introduce creative ideas and control quality of the work. However, after Disney passed away in 1966, the corporate values began to fade as the management team in film division struggled to come up with creative and innovative ideas. Pre-1984 years, Disney also had been characterized as family controlled company and as family-oriented entertainment provider.

In 1984, Eisner took over Disney as an outsider but he quickly instilled the same corporate values introduced by Walt Disney and simultaneously introduced frictions based on his promise of maximizing shareholder’s return of 20%. The company structure became more hierarchical as Eisner hired outside talents to run the Disney’s motion pictures and television division, formed a strategic planning group, and

introduced corporate marketing group. Eisner put heavy focus on financial performance and at the same time emphasized on expansive and innovative ideas, which created conflicts between financial and creative groups within the company. Furthermore, Eisner broke the tradition of only providing family-oriented entertainment and got Disney into mature audience market

Disney’s animated films have played a part in our lives for decades. Many of us know the Disney versions of the fairy tales better than we know the originals. But most of us probably don’t think of leadership when we think of Disney.

But isn’t that what most Disney movies are about? A character discovering who he or she is and what role she plays in the world? Isn’t the most common motif a character discovering its potential and becoming a leader of sorts?

Take a look at the list below and ask yourself if you’ve seen these nuggets of leadership truth in the Disney classics… and if you’ve implemented them in your own life.

1. Beauty and the Beast: don’t force love; earn itWhen The Beast first meets Belle, he is gruff and coercive. He knows that he needs her to fall in love with him in order to break the spell that turned him into a monster and yet he attempts to woo her by bellowing things like, “You will join me for dinner. That’s not a request.” Eventually, though, he nearly kills himself by rescuing her from a pack of wild wolves. That’s the turning point — the point at which she starts to love him back.

In many ways, leadership is all about love. When people love you and what you stand for, they will follow. Yes, you can force them to follow you, but that’s not a very sustainable method. It’s much better to win them over by serving them and laying your life on the line to save theirs.

2. Aladdin: just be yourselfAladdin just wants to impress a girl. Unfortunately, he’s a “street rat” and she’s a princess. Lucky for him, he stumbles upon a genie who offers to grant him three wishes. He Uses his first wish to turn himself into a prince in order to woo Jasmine. He tries the entire movie to keep up the charade only to find out in the end that she loves him for who he is — not who he’s pretending to be.

The lesson? Just be yourself. If people don’t love you for that, their love isn’t worth having in the first place.

3. The Lion King: it’s your kingdom; if you don’t fight for it, who will?The lion king is a movie about running from your responsibility. Future lion king Simba runs away from his home after mistakenly believing he’s responsible for his father’s death. While he’s gone, his evil uncle scar assumes command and drives the kingdom to the brink of starvation. Meanwhile, Simba is living a care-free life in the wild with new friends and no worries. When he has a chance meeting with his childhood love interest, he is reminded of his destiny. He returns to his kingdom, saying, “It’s my kingdom. If I don’t fight for it, who will?” You are the king of your life.

You are the only one who can keep your domain from falling into disarray. Leaders take responsibility and fight for what is theirs.

4. Toy Story: you’re not a space ranger… and that’s okayAll through the movie, Buzz — a newly-acquired space toy for Andy’s collection — thinks he is actually a space ranger. He thinks that he can fly. He thinks his laser actually works. He truly believes that he’s the genuine article. Naturally, his heart is broken when he realizes he’s just a toy. Nevertheless, he is able to pull himself together and come to terms with being Andy’s toy.

As leaders, we need to recognize that we’re also human. We will fall short of what we hope we are. We will let ourselves and others down. But we can always do the best with what we’ve got. We may not be space rangers, but we can be the best toys that we can be.

5. Hercules: being a hero isn’t about celebrity; it’s about sacrificeHercules is on an endless quest to become a hero so that he may rejoin the gods with his father, Zeus. He defeats countless monsters with ease and becomes such a huge celebrity that he even his enemies are consuming products endorsed by him. Yet, none of this makes him a hero. It isn’t until he gives up his own life for a mortal soul that he achieves immorality and becomes a true hero.

Leaders are analogous to heroes and heroines. And we face that same dilemma — the choice between soaking in the limelight and laying our dignity on the line for the good of our followers. The willingness to make the ultimate sacrifice is what truly defines the great leader.

6. Mulan: being true to yourself is the greatest gift you can give to othersJust like Aladdin, Mulan struggles with her identity. She doesn’t fit the mold of the domestic Chinese woman and wonders where she fits in. Then, she poses as a male to take her father’s place in a war and ends up saving her country from invaders. When she takes the risk and adventure of being a warrior, she finds her true self — and everyone else reaps the benefits.

When you pretend to be somebody you’re not, everyone loses. Your followers are only benefitted when you give them the best version of yourself you have to offer. Forget stereotypes. Forget expectations. Do what you do best — that’s the only way to truly be helpful to others.

7. Dinosaur: the strong are morally responsible for the weakAladar joins a pack of migrating dinosaurs led by Kron — a militaristic social Darwinist who forces the pack to leave behind the old, weak, and sickly to die. Aladar opposes him and defends the weak, insisting that it is the responsibility of the strong to protect them.

The willingness to defend and nurture the weak and helpless is what separates the leader from the dictator. Darwinism, schmarwinism. Your followers — from the greatest to the least — are what make you a leader. Look out for the well-being of every single one of them.

8. The Emperor’s New Groove: it’s not about youEmperor Kuzco is used to getting everything he wants until he is betrayed by his right-hand woman and inadvertently turned into a llama. He then must enlist the help of a peasant (Pacha) whose home was going to be destroyed to build a summer home for the emperor. Through Pacha’s endlessly selfless and

loyal behavior, Kuzco learns that there are other people out there who are in need — and that it’s not all about them.

Being in a position of influence can really get to your head. You can begin to think that you are the only one that matters. As a leader, you must be able to see past the attention people give you in order to tend to those who are attention-deprived.

9. Monsters Inc.: innovation powers your worldIn Monsters Inc., Monstropolis is powered by the screams of children. The monsters sneak into the closets and scare the children, bottle their screams, and power the city. In the end, though, the scream loses its power and we are left to wonder what will become of Monstropolis. In the final scene, the monsters are seen sneaking in through closets and making children laugh. It turns out that laughs are more powerful than screams.

The world is constantly, relentless changing. Leaders must have the imagination and audacity to adapt. Innovation is everything. If you can’t improve, you’re moving backwards. Always be on the search for the next big thing to power your world.

10. Finding Nemo: nothing can stop you from finding what is most precious to youMarlin loses his only son, Nemo, and searches through the entire ocean to find him. He takes on sharks, swims through a field of jellyfish, and gets swallowed by a whale. Nothing deters him. He stops at nothing to find what matters most to him.

Leaders have the same sort of determination for their goals. The dream of a great leader can only be denied by an encounter with death. There is no danger too grave, no price too high. A leader knows what matters and pursues it relentlessly.

11. The Incredibles: don’t let the mediocre silence your awesomenessThe Incredibles are a family of superheroes living in a city where heroes are shunned. They must constantly work to keep their secret identities and hide their superpowers. Then, a villain threatens humanity and they must come out of hiding. In the end, they redeem the glory they once had and become more comfortable with who they are.

The world is full of mediocrity. And average, ordinary, cynical people will try to bring you down to their level and keep you from reaching your full potential. Do not listen to them. They are just jealous of your courage and initiative. Be amazing… even when those around you criticize you for it. A time will come when they will need the great gift in you that they tried so hard to suppress. You are awesome. Act like it.

12. Tangled: to make your dreams come true, you’ve got to leave your towerRapunzel dreams her entire life of leaving your tower and finding the origin of the floating lights in the sky. But, alas, time goes by and everyday’s the same routine… until she decides to leave her tower. Once she places her foot on the ground, she can’t get enough of the freedom and forges ahead in pursuit of her dream.

Your tower is your comfort zone. It is your place of safety and complacency. It’s not fulfilling, but it’s comfortable. It’s easy. Leaders don’t settle for the easy way—they push themselves into discomfort in pursuit of their dreams. Leave your tower and watch your dreams unfold.